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Friday, 20 October 2017 18:46

Good Leaders Delegate Into Their Weaknesses

Good Leaders Delegate Into Their Weaknesses

At the risk of adding fuel to a fire that’s burning pretty much out of control already, I will submit that, for those interested in learning, there are a plethora of leadership lessons currently being taught daily on the national stage. Some of the lessons come from good examples, while others involve some pain, ‘er tuition. One of the more recent ones involves the President, and it relates to areas where managers (any of us) lack skill, or perhaps sufficient interest in a given aspect of our job function, even a vital aspect.

It’s no secret that President Trump frequently runs into difficulty when he ventures anywhere near tragedies, people who feel aggrieved, or nationally sensitive moments, and the need to console or be appropriately respectful of people who are hurting. There are often live wires just beneath the surface of those situations, and he has demonstrated a remarkable propensity for finding and stepping on them through poor word choices, bad optics, poor preparation, or the felt need to add too much value to the situation.

Before anyone gets their red or blue knickers in a knot, let’s stipulate that we ALL have our own demons and shortcomings. In fact, this happens to be a shortcoming that I share with the President. Lucky for me, my job doesn’t require regular presence near disaster scenes, Gold Star families, or flag-draped coffins. If it did, at an age that is within a pitching wedge of the President’s (that’s two things we share), and some pretty well-worn habits, I likely would lean a lot harder on my Vice President to represent me / the Nation in such matters, not just because he’s available, but because he’s better at it than I will ever be.

Three Essential Steps to Improving Your Managerial Coaching Results

by Bill Catlette

Few would argue that coaching has become an important part of any leader’s repertoire for improving human and organizational performance. Yet, most have given little thought to when, where, and under what circumstances coaching is most effective, let alone trying to define or understand its key components. Let’s try to shed some light on the latter, with an eye for things that can immediately be put into practice and used to move the needle.

Friday, 27 January 2017 21:51

Coaching Session Part 2, Debrief

Coaching Session Part 2, Debrief

by Bill Catlette

 NOTE: This post is a debrief of a mythical coaching session that was posted yesterday. If you haven’t already read that post, please do so before proceeding further.

 

The coach’s objectives in this case were to: 

  1. Begin to build trust thru truth
  2. Engage in a somewhat jarring, but narrowly focused session keyed to the individual’s self-interest
  3. Define and arrest, albeit momentarily, unhelpful behavior
  4. Create the first step and timely follow-up on a path to improvement and success

Coaching, particularly at senior levels, is an intensely personal, trust-dependent process. Each party must believe that the other is sincere, competent and is an interested partner. The player (President in this case) must believe that the coach has his best interest at heart.

Five things that I liked about this conversation: